David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Journal of Business Ethics 10 (11):841 - 852 (1991)
A model is presented which describes the process decision-makers follow when faced with problems containing ethical dimensions. The model, based upon the empirical literature, is designed to provide guidance to researchers studying ethical behavior in business. The model portrays the decision-maker with a set of personal values which are mediated by elements of the organization's culture. The combination of personal values and organizational influences yields decisions which may be significantly different from those made based upon personal values alone. Inclusion of the personal values of the decision-maker as the dominant individual input and an explicit discussion of the ethical decision process make this model more comprehensive than other recent ethics models.
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Citations of this work BETA
Leslie E. Sekerka & Richard P. Bagozzi (2007). Moral Courage in the Workplace: Moving to and From the Desire and Decision to Act. Business Ethics 16 (2):132–149.
Soheila Mirshekary & Ann D. K. Lawrence (2009). Academic and Business Ethical Misconduct and Cultural Values: A Cross National Comparison. [REVIEW] Journal of Academic Ethics 7 (3):141-157.
S. Douglas Beets (2011). Critical Events in the Ethics of U.S. Corporation History. Journal of Business Ethics 102 (2):193-219.
Zhenzhong Ma (2009). The Status of Contemporary Business Ethics Research: Present and Future. [REVIEW] Journal of Business Ethics 90 (3):255 - 265.
Connie R. Bateman & Sean R. Valentine (2010). Investigating the Effects of Gender on Consumers' Moral Philosophies and Ethical Intentions. Journal of Business Ethics 95 (3):393 - 414.
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